Client: A digital subsidiary of a major meteorological company that leveraged its extensive weather and precipitation data to develop an agricultural management platform (Smart Farming). Challenge: At project start, the company held a minimal market share and faced the task of capturing opportunities created in the local market. The challenge was to identify how to reposition the product, adapt it to market needs, and operationalize a scalable go-to-market model serving both

Client: An innovative company manufacturing specialized sports equipment used by Olympic-level athletes and national teams. Challenge: The company’s technology, while highly effective, was confined to a narrow B2B/B2G niche — professional sports institutions and elite training centers.Its positioning as a “hypoxic training solution” limited mainstream understanding and demand.The leadership sought to unlock growth by entering consumer markets and building a sustainable retail

Client: A large vertically integrated mining and metallurgical enterprise with significant cash reserves and a strong interest in developing automation and innovation capabilities. Challenge: While the company’s financial position allowed for active investment, it lacked a coherent model for sustainable innovation and technology adoption. Leadership wanted to channel investments into production automation and high-tech applications for its products, but there was no clear fra

Client: A major industrial company producing electrical and power-generation equipment, facing stagnation in revenue growth and limited innovation pipeline. Challenge: Despite a strong technical base, the company had been experiencing a decline in real revenues (adjusted for inflation) for several years. The leadership needed a strategy to reignite growth by identifying new markets, product lines, and expansion opportunities — both domestically and abroad. Approach: Conducted

Client: A large oil & gas company as part of a corporate-wide digital transformation initiative. Challenge: The client lacked a structured and data-driven process for planning personnel allocation to project work. Staffing requests were made reactively and inconsistently, leading to frequent overstaffing, cost overruns, and low transparency in workforce utilization. The objective was to redesign the planning system to improve predictability, accountability, and cost efficienc

Client: A major postal and logistics operator undergoing a large-scale business transformation to modernize its operations and accelerate the execution of its strategic initiatives. Challenge: The company’s existing KPI-based performance system focused primarily on bonus calculation rather than real progress toward strategic objectives.This misalignment made it difficult to translate high-level goals into actionable outcomes for middle management and operational teams. The as

Client: A CIS industrial group with core business in telecommunications and significant available capital for diversification through private investments. Challenge: The client had substantial liquidity, a strong partner network, and access to promising deals — but lacked a structured vehicle to deploy capital efficiently.The goal was to create a fund that combined institutional discipline with entrepreneurial agility, ensuring governance, transparency, and predictable return

Client: A subsidiary of a global oil & gas company managing large refinery and upstream assets. Challenge: The client’s process for preparing CAPEX estimates for annual maintenance and turnaround projects was highly manual and time-consuming.Each estimate required detailed cost modeling and validation, taking from 3 to 20 weeks  per project depending on complexity.With increasing demand for faster budget preparation, the existing approach limited both accuracy and throughput

Client: A subsidiary of a large vertically integrated O&G company undergoing a corporate-wide digital transformation program. Challenge: The client was part of a global initiative to digitize operations across all divisions. However, many core processes were highly customized and not compatible with off-the-shelf software solutions. The challenge was to define a practical digital strategy that maximized business value while controlling time-to-market and development costs. Ap

Client: A leading logistics company managing procurement for multiple service categories. Challenge: Procurement was decentralized and lacked unified KPIs, leading to overspending and inefficiencies. Approach: Conduct benchmarks of procurement organization models. Analyze spend categories and supplier base. Redefine structure, FTE allocation, and role descriptions. Introduce process KPIs and performance dashboards. Impact: Achieved procurement efficiency gains of 10–12%. Impr

Client: A specialized maintenance, repair, and overhaul (MRO) provider. Challenge: Non-direct expenses — from procurement to logistics — grew faster than revenue, eroding margins. Approach: Conducted a full cost diagnostic. Streamlined non-core spend categories. Introduced vendor rationalization and performance-based contracting. Impact: Non-direct costs reduced by 20% . Improved reporting transparency. Strengthened financial discipline across departments.

Client: A leading logistics company managing procurement for multiple service categories. Challenge: Procurement was decentralized and lacked unified KPIs, leading to overspending and inefficiencies. Approach: Conduct benchmarks of procurement organization models. Analyze spend categories and supplier base. Redefine structure, FTE allocation, and role descriptions. Introduce process KPIs and performance dashboards. Impact: Achieved procurement efficiency gains of 10–12%. Impr

Client: A primary metallurgical plant with complex investment and HSE management structures. Challenge: Project approval cycles were long, data fragmented, and departments operated in silos. The client needed higher transparency and faster decision-making. Approach: SAGIAR: Conducted diagnostic workshops with investment and HSE teams. Mapped process bottlenecks and redefined approval stages. Designed integrated dashboards tracking investment progress and safety KPIs. Trained

Client: A regional alternative energy player operating in the CNG (Compressed Natural Gas) and electric vehicle infrastructure segment. Challenge: The client aimed to expand across multiple regions but lacked a precise sequence for rollout, understanding of regulatory requirements, and a framework for partnerships with energy suppliers and municipal authorities. Approach: Our team built a detailed Go-to-Market and rollout strategy. We: Built a complex projection of the automo

Client: A large subsidiary of NOC managing heavy vehicle fleets across multiple production and construction sites. Challenge: Frequent vehicle accidents, route drifts, and mechanical failures led to major downtime, safety incidents, and inefficiency in daily operations. Approach: SAGIAR conducted a comprehensive process optimization program: Mapped the entire vehicle movement and maintenance process. Introduced telematics data analysis to track routes, driver behavior, and do

Client: A leading international steel producer with production and logistics assets in the CIS, Europe, and North America. Challenge: The client sought to unify fragmented Health, Safety, and Environment (HSE) practices across its global operations. Each asset followed different safety standards and reporting systems, resulting in inconsistent performance and limited visibility for top management. Approach: SAGIAR developed a comprehensive HSE Strategy  built on global best p